The document discusses the selection process at Madras Fertilisers Ltd (MFL) and Pragati Fertilisers Ltd (PFL). MFL used scientific selection methods to hire Mr. Praveen as DGM of marketing, while PFL hired Mr. Chaitanya without tests. Under Mr. Chaitanya, PFL's market share grew from 10% to 60% while MFL's declined from 50% to 15%. This led MFL to review the validity of their selection tests. The document then discusses the meaning of selection, the difference between selection and recruitment, and outlines the typical steps in a selection process including preliminary screening, tests, interviews, reference checks, and a final decision.

1. SELECTION
HRM MB-203
Chapter 4

2. Contents
2
 Opening case
 Meaning and definition
 Selection vs. Recruitment
 Selection process
J J Maini, Faculty, MIMIT MALOUT

3. 3
J J Maini, Faculty, MIMIT MALOUT

4. Opening Case
4
 Madras Fertilisers Ltd (MFL)- the biggest fertiliser company in
the country was established in 1991.
 Several management experts in the country were appointed as
Directors of the Board to run the company in a professional way
 The company constituted a team of specialists to develop and
administer tests & interviews to select candidates for the post of
DGM (Marketing).
 The team selected a promising candidate Mr Praveen, a post
graduate in Statistics & a D. Litt. holder from USA as DGM
(Marketing) for Southern Area after administering a battery of
tests scientifically.
 Mr. Chaitanya, an MBA from SK University, with 10 years
experience in a similar field was not selected as his score in
some tests was below the cut-off point and overall score was
less than that of Mr. Praveen.
 However, Mr. Chaitanya was employed as DGM (Marketing) in
Pragati FertilisersJLtd (PFL) Hyderabad without administering
J Maini, Faculty, MIMIT MALOUT
any tests.

5. Opening Case
5
 M/s PFL is a medium scale organisation and its market
share was only 10% in the southern region, whereas MFL
was enjoying 50% market share in the south in 2001, when
Mr. Praveen took charge
 Mr. Chaitanya has been in-charge of the southern region
since 2001. It is said that increase in market share from
10% to 60% during 2001 to 2006 of PFL in the southern
region has been conclusively due to the efforts of Mr.
Chaitanya.
 The market share of MFL dwindled from 50% to 15%
during 2001 to 2006 and Mr. Praveen has been made
responsible for this situation.
 The Board of Directors of PFL knew the reasons for the
success of Mr. Chaitanya, whilst the Board of Directors of
MFL. Appointed a committee to go into the matter of
validity & reliabilityMaini,tests.MIMIT MALOUT
J J of Faculty,

6. Selection Meaning
6
 Is process of choosing appropriate candidate from
obtained applications to match requirements of job
 Is a process of matching between skills of
individual & requirements of job
 Care need be taken , as these decisions affect not
only career of individual but also future of orgs
 No shortcut to accurate evaluation of candidate.
 Hiring procedures generally long & complicated.
J J Maini, Faculty, MIMIT MALOUT

7. Preliminary Interview
Selection
Rejected Applications Selection Tests Process
Employment Interview
Reference & Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
7 J J Maini, Faculty, MIMIT MALOUT

8. Selection Process
8
J J Maini, Faculty, MIMIT MALOUT

9. Steps in Selection Process
Preliminary Screening Interview
Application Blank or Form
Weighted application Blank
Employment tests
Steps in
Selection process Interviewing the candidate
Reference Checks
Final Selection
Physical Examination
Hiring Decision
9 J J Maini, Faculty, MIMIT MALOUT

10. Selection Process
Failed to meet minimum qualifications
Initial Screening
Passed
Failed test
Employment Test
Failed to impress interviewer Passed
and/or meet job expectations
Selection Interview
Passed
Background
Examination, if req’d
Passed
Problems encountered Medical examination,
if required
Passed
10 Reject Applicant J J Maini, Faculty, MIMIT MALOUT Permanent Job offer

11. Difference between
11
Recruitment & Selection
Recruitment Selection
1. Process of searching for 1. Selection means
prospective employees & employment of workers
stimulating them to apply
for jobs in org
2. Positive process 2. Negative process
3. Purpose is to create a 3. Aims at eliminating
pool of applicants for jobs unsuitable candidates
in the organisation
4. It is a simple process 4. It is a complex process
J J Maini, Faculty, MIMIT MALOUT

12. Recruitment vs. Selection
 Both recruitment and selection are the two phases of the employment process.
12 The differences between the two are:
1. Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation WHEREAS selection
involves the series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts.
 2. The basic purpose of recruitments is to create a talent pool of candidates to
enable the selection of best candidates for the organisation, by attracting more
and more employees to apply in the organisation WHEREAS the basic purpose
of selection process is to choose the right candidate to fill the various positions
in the organisation.
3. Recruitment is a positive process i.e. encouraging more and more employees
to apply WHEREAS selection is a negative process as it involves rejection of
the unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of service between the employer and the
selected employee.
J J Maini, Faculty, MIMIT MALOUT

13. Outcomes of Selection Decision
13
False Negative True Positive
Success Error (Reject) (High Hit)
True Negative False Positive
(Low Hit) Error (Accept)
Failure
Failure Success
Predicted Predicted
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Selection Decision

14. Steps in Selection Process
14
 Follows standardised process beginning with initial
screening interview & concluding with final
employment decision
 Involves following steps:
 Preliminary screening interview
 Completion of application form
 Employment tests, interview & evaluation methods
 Medical examination
 Background investigations & references
 Final decision to hire
 Order & emphasis on each of these aspects may
differ from company to company
 Some may give more importance to tests, some
emphasize one, two or three rounds of interview,
others rely on background or reference checks
J J Maini, Faculty, MIMIT MALOUT

15. Steps in Selection Process
15
 Step-1:Preliminary Screening Interview
 Step-2:Application Blank or Form:
 Step- 3: Weighted application blank
 Step-4: Use of Selection Methods
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16. Steps in Selection Process-
16
Selection Tests
 Ability/ Achievement CHOOSING TESTS
tests  Reliability
 Aptitude tests  Validity
 Personality tests
 Interest tests
 Graphology test
 Polygraph test
 Medical tests
J J Maini, Faculty, MIMIT MALOUT

17. Steps in Selection Process-
selection tests
17
 1. Aptitude or Potential Ability Tests: Are of three types:
 Mental or Intelligence Test:
 Mechanical Aptitude Test:
 Psychomotor or Skill Tests:
 2. Achievement Tests: also known as proficiency tests;
measure the skill of knowledge acquired as a result of a
training programme and on the job experience. These are of
two kinds:
 Job Knowledge Tests - oral or written.
 Work Sample Tests - typing test
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18. Steps in Selection Process-
18
selection tests (contd.)
 3. Personality Tests: Are of three types:
 Objective tests- neurotic tendencies, self sufficiency,
dominance-submission, and self confidence.
 Projective tests
 Situation tests
 4. Interest Test
 Examples: Kuder Reference Record, The Strong Vocational
Interest Blank etc.
 5.Graphology Tests
 6. Polygraph test
 7. Medical Tests
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19. Problem from the Test of Mechanical
Comprehension
19
Which gear will turn the same way as the driver?
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20. Sample Picture Card from
Thematic Apperception Test
20
How do you interpret
this picture?
Source: Harvard University Press. Used with permission.
J J Maini, Faculty, MIMIT MALOUT

21. Graphology
 Graphology (handwriting analysis)
 Assumes that handwriting reflects basic
personality traits.
 Graphology’s validity is highly suspect.
Handwriting Exhibit Used by Graphologist
Source: Reproduced with permission from Kathryn Sackhein, Handwriting Analysis
and the Employee Selection Process (New York: Quorum Books, 1990), p. 45. J J Maini, Faculty, MIMIT 6–8
Figure
6–21
MALOUT

22. Graphology
22
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23. The Polygraph and Honesty
Testing
23
 The polygraph (or lie
detector)
A device that measures
physiological changes,
 The assumption is that
such changes reflect
changes in emotional
state that accompany
lying.
J J Maini, Faculty, MIMIT MALOUT

24. Physical Examination / Medical
24
Tests
 Reasons for pre-employment medical
examinations:
 To verify that the applicant meets the physical
requirements of the position
 To discover any medical limitations you should
take into account in placing the applicant.
 To establish a record and baseline of the
applicant’s health for future insurance or
compensation claims.
 To reduce absenteeism and accidents
 To detect communicable diseases that may be
J J Maini, Faculty, MIMIT MALOUT
unknown to the applicant.

25. Basic Testing Concepts-
CHOOSING TESTS
25
 Reliability
 The consistency of scores obtained by the same
person when retested with the identical or
equivalent tests.
 Are the test results stable over time?
 Test validity
 The accuracy with which a test, interview, and so
on measures what it purports (claims) to measure
or fulfills the function it was designed to fill.
 Does the test actually measure what we need for
it to measure?
J J Maini, Faculty, MIMIT MALOUT

26. Basic Testing Concepts- CHOOSING
TESTS -Types of Validity
26
 Criterion validity
 A type of validity based on showing that scores on the
test (predictors) are related to job performance
(criterion).
 Are test scores in this class related to students’ knowledge
of human resource management?
 Content validity
 A test that is content valid is one that contains a fair
sample of the tasks and skills actually needed for the
job in question.
 Do the test questions in this course relate to human
resource management topics?
 Is taking an HR course the same as doing HR?
J J Maini, Faculty, MIMIT MALOUT

27. Steps in Selection Process –
27
Step 5 Types of Interview
1. Patterned or Structured Interview
2. Non Directive or Free Interview
3. Depth or Action Interview
4. Group Discussion Interview
5. Panel or Board Interview
6. Stress Interview
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28. Steps in Selection Process -
Interview Process Steps
28
1. Preparation for Interview
2. Physical Setting
3. Conducting the Interview
4. Closing the interview
5. Evaluation of Results
J J Maini, Faculty, MIMIT MALOUT

29. Steps in Selection Process
29
Step-5: Interviewing the Candidate
 An interview is a purposeful exchange of ideas, the
answering of questions and communication between two
or more persons.
 Step-6: Reference Checks
 Step-7: Final Selection
 Step-8: Physical Examination
 Step-9: Hiring Decision
J J Maini, Faculty, MIMIT MALOUT

30. Reference Checking Form
(Verify that the applicant has provided permission before conducting
reference checks)
Candidate Name:
Reference Name: Company Name:
Dates of Employment: (From: and To:)
Position(s) Held: Salary History:
Reason for Leaving:
Explain the reason for your call and verify the above information with the supervisor (including the reason for
leaving)
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with
superiors?
3. Did the candidate have a positive or negative work attitude? Please elaborate
4. How would you describe the quantity and quality of output generated by the former employee?
5. What were his/her strengths on the job?
6. What were his/her weaknesses on the job?
7. What is your overall assessment of the candidate?
8. Would you recommend him/her for this position? Why or why not?
309. Would this individual be eligible for rehire? Why or why not?MALOUT
J J Maini, Faculty, MIMIT
Other comments?

31. Selection Methodology at HSBC
31
 Has evolved its own unique selection procedure
 According to Ronald Sequeira, Senior Resourcing &
Development Manager:
 Manpower selection in HSBC is open & transparent
 String of competencies are identified
 are crucial for the progress of the employee & organisation
 are tested several times at each step of the recruitment process
by senior HR professionals & across functions for specific job
profile
 Have ‘soft’ bio data questionnaire; brings out candidate’s profile
beyond conventional requirements of age, expertise, achievements
& academic background
 Then there are 50 questions estimating candidate’s relevant
competencies to provide the right job fit
 Questionnaire applies to diverse range of corporate functions
ranging from customer service & sales to front end operations like
call centres J J Maini, Faculty, MIMIT MALOUT

32. Selection Methodology at HSBC
32
 Short listed are put through process of assessment centres
 Assessment Centres test range of competencies of
candidates, incl their management styles, leadership skills,
communication skills & commercial orientation
 Evaluation process passes through 3 stages: psychometric,
intray & aptitude
 Psychometric Test level: there is occupations personality questionnaire
where candidate describes his own personality
 Intray: case study round, where candidate is given a certain situation
with constraints, opportunities & other inputs
 Is customised to job in question
 Abilities are measured based on kind of solution-centric feedback that
the candidate delivers
 Aptitude level: candidate assessed for any special skills -like
exceptional power point presentation abilities or gift of gab
 Candidate is finally selected based on performance in all
these rounds J J Maini, Faculty, MIMIT MALOUT

33. Selection Methodology at IAF
33
 IAF has 4-step selection procedure
 Step 1- Scanning of Application
 Selection procedure begins after candidate sends his application
form
 All application forms checked for eligibility
 Followed by call letter to report to any one of Air Force Selection
Boards at Dehradun, Varanasi & Mysore
 Step 2- Testing Officer like Qualities
 At Air Force Selection Boards candidate undergoes no. of
psychological tests, an interview & group activities, collectively called
Officer Like Qualities (OLQ) Tests
 Are designed to gauge candidate’s potential & suitability as an officer
in Armed Forces
 Psychological Tests are written tests conducted by Psychologist
 Group Tests are interactive indoor & outdoor tests. IAF expects physical
participation from all candidates
 Interview involves personal conversation with their interviewing officer
 All these tests are screening tests; if a candidate doesn’t make passing
grades, he is routed back home the same day
J J Maini, Faculty, MIMIT MALOUT

34. Selection Methodology at IAF
34
 Step 3- Conducting Medical Examinations
 If candidate has applied for Flying branch and is found
suitable by the selection Board, he is sent to Air Force
Central Medical Establishment, New Delhi or Institute of
Aviation Medicine for thorough medical examination
 Step 4- Preparing All India Merit List
 An All India merit list is compiled on basis of candidate’s
performance at the group tests & medical examination
 If they qualify the merit list, depending upon vacancies,
they are instructed to go to training academy
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35. 35 Placement
According to Pigors and Myers
"Placement is determination of the job
to which an accepted candidate is to be
assigned and his assignment to that job.
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36. Placement
36
 Placement succeeds selection process
 Placement refers to actual procedure wherein an
individual is assigned with a job
 Also involves assigning a specific rank &
responsibility to an employee
 Decision taken after matching requirements of job
with qualifications of candidate
 When handled carefully
 reduces absenteeism & employee turnover,
 prevents accidents & classifies expectations
J J Maini, Faculty, MIMIT MALOUT

37. Placement
37
 Placing right man at right job is as important as
hiring the right person.
 Desirable : sound placement scheme to make
employees feel comfortable on their new jobs.
 Placement –
 process of assigning specific job to each one of selected
candidates
 means sending newly employed person to some dept for
work
 also implies assigning specific rank &responsibility to an
individual
 matching requirements of job with qualifications of
candidate is essence of placement
J J Maini, Faculty, MIMIT MALOUT

38. Placement
38
 It is a matching of what the supervisor has reason
to think he can do with the job demands.
 It is a matching of what he imposes (in strain,
working conditions etc.) and what he offers (in the
form of payroll, companionship with others,
promotional possibilities etc.)”
J J Maini, Faculty, MIMIT MALOUT

39. Placement
39
 Basic principles be followed at time of
placement of worker :
 Man be placed on job according to requirement of
job. Job not be adjusted according to qualifications of
man. Job first, man Next, be the principle of placement.
 Job be offered according to his qualifications;
placement be neither higher nor lower than
qualifications.
 Employee be made conversant with working conditions
prevailing in industry & all things relating to job. Should
also be made aware of penalties if he commits a
wrong.
 While introducing the job to new employee, effort be
made to develop sense ofMALOUT &cooperation in
J J Maini, Faculty, MIMIT loyalty

40. Placement
40
 Basic principles…contd
 Placement should be ready before selected person joins
 Placement in initial period may be temporary till
completion of training. Employee be transferred to job
where he can do better justice.
 Proper placement helps to improve employee morale.
 Capacity of employee be utilised fully if placed on job for
which suitable.
 If candidate adjusts himself to job & continues to perform
as per expectations, means candidate is properly placed.
 Main problem: when recruiters look at individual but not
the job.
J J Maini, Faculty, MIMIT MALOUT

41. 41 Induction
According to Edwin B. Flippo "Induction is
welcoming process, makes new employee
feel at home and generate in him feeling of
belongingness to organisation."
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42. Induction
42
 When new employee joins, be welcomed & be
helped to get acquainted and adjusted with fellow
employees & work environment.
 Be introduced to fellow employees, working
conditions, rules & regulations etc.
 First day of employment long remembered & counts
much in attitude of employee towards job &
company.
J J Maini, Faculty, MIMIT MALOUT

43. Objectives of Induction
43
 To promote a feeling of belonging and loyalty to the
organisation among newcomers
 To build up new employee's confidence in organisation
enabling him to become efficient employee
 To bring about agreement between the organisation goals and
individual’s goals.
 To give new employee information regarding org structure,
product, policies, rules & regulations and facilities provided by
company such as cafeterias, locker room, leave rules etc.
 To introduce new worker to supervisor & fellow colleagues
with whom he has to work.
 To create sense of security for the worker in his job that
fairness to the worker is the inherent in organisation.
J J Maini, Faculty, MIMIT MALOUT

44. Steps of Induction
44
1. Immediate supervisor welcomes newcomer to
organisation
2. Explains overall objectives of company & dept
3. Explains employees’ role in achieving the
objectives
4. Shows place of work
5. Hands over rule & job description
6. Gives details about training opportunities &
promotional avenues
7. Discusses working conditions
8. Furnishes all details reg salary & benefits
9. Guides employee through tour of entire org
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45. Induction
45
 Topics covered in employee induction programme
 Organisational issues
 History of the company
 Names & titles of key executives
 Employee's title & dept
 Layout of physical facilities
 Probationary period
 Products/ services offered
 Overview of company’s procedures
 Disciplinary procedures
 Employee handbook
 Safety stepsJ Maini, Faculty, MIMIT MALOUT
J

46. Induction
46
 Employee benefits
 Pay scales
 Vacations , holidays
 Rest pauses
 Training avenues
 Counseling
 Insurance, medical, retirement benefits
 Introduction
 To supervisors
 To co-workers
 To trainers
 To employee counselors
 Job duties
 Job location
 Job tasks
 Job safety needs
 Overview of jobs
 Job objectives J J Maini, Faculty, MIMIT MALOUT
 Relationship with other jobs

47. Induction
47
 Programme usually completed in a day
 Some large orgs show video film about the
company, including past achievements
 Personalities who made significant contribution to
company also serve as role models for others
 At end of the day, new entrant
 is comfortable with environment,
 understands his job responsibilities & duties,
 identifies his team members, &
 Is clear about his career goals
 Follow-up process usually after one week or so:
 to know if he understood the orientation programme, &
 has got adjusted to company’s processes
J J Maini, Faculty, MIMIT MALOUT

48. Induction
48
 Reasons for failure of orientation programme;
must be avoided
 Supervisor who has to induct the employee lacks
training, may be too bossy.
 Employee overwhelmed with too much information in
short time
 Employee is confused with wide variety of forms to be
filled
 In initial stages, employee given only very trivial jobs
that discourage job interest & affect company loyalty
 Employee is asked to perform challenging jobs where
chances of failure are high; could needlessly discourage
the employee.
 Employee forced to balance between broad orientation
J J Maini, Faculty, MIMIT at div’al level.
by dept & narrow orientationMALOUT
 Employee thrown into action too soon.

49. New Employee Orientation at HP
49
 HP’s consulting division consists of around 6500 employees
worldwide
 After employee joins, he/she is educated about complete
corporate history
 Within first 4 months of the job, consultants travel all around
globe to main office at Palo Alto, California to attend 5-day
programme, termed ‘HP Global New Hire Orientation’
 Cultural orientation includes tour to famous HP garage where
founders transformed their ideas into action
 Trip to first office with original office furniture & architecture
dates back to 1950s, helps the new employee feel connected to
large MNC
 Place also houses personalized notepads and paperwork
 By building such connection to corporate mission, new hire
programme introduces consultants to business strategy origins
& core values
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 New hires are able to understand position of HP consulting in

50. New Employee Orientation at HP
50
 Programme in use for over 12 years & is primarily aimed
at new hires understanding HP’s traditions & values
 New employee orientation programme also provides
tools for growth & success of the individuals &
organisation
 Some of these include
 Business climate information & instructions on building
consultative skills
 Customer engagement
 Client relationships & selling skills
 Programme reaches across demographic lines & builds
bridge between different cultures
 Over past 2 years, nearly 1000 consultants from 30
different countriesMaini, Faculty, MIMIT MALOUT the programme
J J have benefited from

51. Polarization at Polaris
51
 Nalanda, called Corporate University of Polaris, cares
to the needs of individual & organisational learning
 Intensive 4-week Induction programme provides
campus recruits the necessary wherewithal to make
the transition to thoroughbred software engineers
 Induction programme introduces them to various
Polaris processes & Software development
methodologies
 Socialization process suitably ‘acculturates’ them to
Polaris way of life
 Trains new recruits on service delivery process of
Polaris
J J Maini, Faculty, MIMIT MALOUT
 Various presentations during induction programme

52. Polarization at Polaris
52
 Induction is not conventional class room instruction
mode-batches divided into small groups; they have to
explore & gather information in area of technology
given to them
 They have to share it with rest of the batch through
presentations
 Ample measure of soft skills is thrown into the
induction programme.
 Communication workshops, team building exercises,
business etiquettes & presentation skill feature
prominently during the induction programme
 Importance of application of one’s learning is
underlined by Project work that fresh recruits are
required to do for successful MALOUT
J J Maini, Faculty, MIMIT completion of the
programme

53. “God doesn't require us to
succeed; he only requires that
53
you try.”
- Mother Teresa
J J Maini, Faculty, MIMIT MALOUT